The document discusses using an aviation safety management system (SMS) model to help address food safety issues. It notes similarities between aviation and food safety such as infallibility issues, interacting components, and response to errors usually being punishment. Aviation saw an 83% reduction in fatal accident rates attributed to factors like regulations, safety culture/risk management, data collection/analysis, and SMS. The Heinrich Safety Triangle is presented showing how many incidents lead to accidents and how underlying causal factors need addressed. Areas discouraging voluntary data reporting in food safety are also discussed.

1. Solutions
When an industry has problems
JDA has the solutions…
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2. Food Safety Industry
Safety Management Systems (SMS)
and Safety Risk Management
May 5, 2010
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3. Agenda
• Introductions
• About JDA
• Food Safety and Aviation
• Comparative Data
• System Complexity Impact
• Heinrich Safety Triangle
• Building Safer Food Supply System
• SMS
• Safety Culture
• Benefits
• Getting Started
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4. Why Are We Here?
To engage in dialogue and get feedback about the potential
application and benefit of using/adapting
Aviation’s Safety Management System (SMS)
to help address the problems in our current food industry safety programs
and to help make our food supply the safest it can possibly be!
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5. Solutions 5

6. Food Safety vs. Aviation
Similarities Differences
• Significant Infallibility Issues Aviation Has
• Personnel Hierarchy • Greater Inherent Reporting Incentive
• Interacting Components Working (Pilots)
Together • More Prescriptive, Less Judgmental
• Rapid Introduction of Complex New Operating Environment
Technologies • More Media and Political Attention –
• Redundancies and Backups Fear of Flying
• Several Links in Mishap Chains • More Robust Data Collection
• Response to Errors - Usually Infrastructure
Punishment • Independent (Non-Adversarial)
• Safety vs. Production and/or Mishap Investigation
Throughput
• Significant Litigation Potential
• Both are Terrorists Targets
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7. Aviation Drove Down Accident Rate
Part 121 Fatal Accident Rate • Regulations, Policies and
(Part 121 Onboard Fatal Accidents; 5 year moving average)
Programs
10.0
9.0
• Aircraft and System Design
Fatality Accidents per 10 Million Departures
8.0 • Crew Resource Management
7.0 • Human Factors
6.0
• Data Collection, Analysis and
5.0
Corrective Action
•
4.0
83% Fatality Accident
Safety Culture and Risk
3.0
Rate Reduction Management
2.0
1.0
• Training
0.0 • Safety Management System –
SMS
91
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99
00
01
02
03
04
05
06
19
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20
Every year there are 76 million cases of foodborne illness in US
Causing 325,000 hospitalizations and 5,000 deaths
Equivalent to 33 commercial airplane accidents
in US every year with no survivors
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8. Heinrich Safety Triangle
Fatal Accident
1
Mandatory
Reporting
Serious Accidents
10
30 Accidents
Human Error
Voluntary
Reporting
Incidents
600
Causal Factors
Personal Equipment
Training Culture Procedures Organizational
Factors Design
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9. Areas That Discourage Voluntary
Data Collection, Analysis, and Sharing
• Public Disclosure
• Job Sanctions and/or Enforcement
• Criminal Sanctions
• Civil Litigation
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10. Increasing Complexity
• More System Interdependencies
 Large, complex, interactive system PEOPLE
 Tightly coupled
 Hi-tech components FOOD PROCEDURES
TYPES
 Continuous innovation
• Safety Issues More Likely to
Involve Interactions Between SOFTWARE EQUIPMENT
System Parts
TOOLS FACILITIES
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11. Unrivalled
Complexity in
Government
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12. Effects of Increasing Complexity
More “Human Error”
• System More Likely to be Error Prone
• More Unanticipated Situations
• Scenarios Where Non Standard Procedures No
Longer Work
• Logistics are multinational and very complex
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13. “If you keep doing what
you’re doing…you’re going
to keep getting what you
got!”
Yogi Berra
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14. Building Safer Food Supply System
"The history of government regulation of food safety
is one of government watchdogs chasing the horse
after it's out of the barn.“
David A. Kessler, M.D. (FDA Commissioner)
Current Food Safety System Insures barn
door is locked with horse safely inside…
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15. Challenges for
Food Control Authorities
as Defined by
FAO & WHO:
• Increasing burden of foodborne illness and new and emerging foodborne
hazards;
• Rapidly changing technologies in food production, processing and
marketing;
• Developing science-based food control systems with focus on consumer
protection;
• International food trade and need for harmonization of food safety and
quality standards;
• Changes in lifestyles, including rapid urbanization; and
• Growing consumer awareness of food safety and quality issues and
increasing demand for better information.
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16. Guidelines from the FAO and WHO
Globally, the incidence of foodborne diseases is
increasing and international food trade is disrupted by
frequent disputes over food safety and quality
requirements. Many food control systems need to be
revised and strengthened if improvements are to be
realized. It has never been more important for
developing countries to implement and enforce a food
control system based on the modern concept of risk
assessment. These Guidelines provide important
information on the principles and practices of food
control and the trend away from a merely punitive to a
preventive approach to food control.
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17. Guidelines from the FAO and WHO (cont)
Responsibility for food control in most countries is shared
between different agencies or ministries. The roles and
responsibilities of these agencies may be quite different
and duplication of regulatory activity, fragmented
surveillance and a lack of coordination are common.
There may also be wide variations in expertise and
resources between the different agencies, and the
responsibility for protecting public health may conflict with
obligations to facilitate trade or develop an industry or
sector.
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18. Guidelines from the FAO and WHO (cont)
These Guidelines provide information for government
agencies to assist in the development of national food
control systems and to promote effective collaboration
between all sectors involved in the management and
control of food safety and quality. They highlight the
importance of developing effective relationships and
mutual support among government agencies and
institutions involved in food control and other
stakeholders, particularly the food industry and
consumer groups.
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19. Safety Management System (SMS)
1. Systematic and comprehensive process for
proactive management of safety risks.
2. Integrates operations, technical services with
financial and human resource management.
3. Top management priority.
4. Company wide safety culture and management
commitment is key to it’s success!
5. Comprehensive commitment to making all food
safe.
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20. Implementing SMS
1. Provides :
• Deal with events so valuable lessons are applied to
improve safety and efficiency.
• Capacity to anticipate and address safety issues before
they are incidents or accidents.
2. Instills inter-dependent culture among employees
and management.
3. Reduces losses and improves productivity.
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21. SMS Pillars
1. Safety Policy & Objectives
2. Safety Risk Management
3. Safety Assurance
4. Safety Promotion
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22. SMS Pillar 1
Safety Policy & Objectives
Safety Culture & Gap Analysis
 Determine Corporate Culture
 Surveys and Observations
 Organizational Interviews
 Review of Policies, Procedures,
Processes & Data
 Analysis & Assessment
 Compare with SMS Principles
 Compare Baseline with
Requirements Good gauge of safety culture is
 Document Results "How we do things around here.”
Survey Example
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23. Corporate Safety Culture
Policy
• Organization’s DNA (Structure)
• Ingrained in daily business
operating norms
• Resources to maintain safe
and efficient operations Safety Safety Safety
Assurance
Promotion Culture
• Acknowledge safety
concerns and suggestions:
 Give feedback on decisions
 If no action contemplated, Risk
decision is explained Management
 Feedback is timely, relevant and
clear
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24. SMS Pillar 1 Cont’d
Safety Policy & Objectives
• Safety Policy
 Key part of Senior Management’s overall safety commitment and
strategy
 Framework for management to put organization and
responsibility in place for carrying it out.
• Safety Objectives
 Leadership
 Training
 Measurable Safety Targets
 Lessons Learned
 Non-Punitive Reporting System
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25. SMS Pillar 2
Safety Assurance
• Continual Program Assessment
 Check Line Personnel
 Chief Inspector and IEP
• Data, management and utilization
 “Start with the End in Mind”, Steven Covey
 Database design, collection & management
 Data Mining
» Information retrieval with meaningful results
• Non-Punitive Safety Reporting System
• Program audits
 Internal
 External
• Lessons learned
• Adequate resources
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26. SMS Pillar 3
Safety Promotion
• Training & education
• Safety competency &
continuous improvement
• Safety communication
• Safety culture development
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27. SMS Pillar 4
Safety Risk Management (SRM)
Risk Matrix Model
• Systematic, explicit, &
comprehensive approach for
managing risk throughout
organization
• Five Phases
1. Describe the System
2. Identify Hazards
3. Determine Risk
4. Assess & Analyze Risk
5. Treat Risk
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28. Safety Risk Management
Evaluate Effectiveness
Monitor Identify Hazards
Life
Implement
Cycle Assess &
Evaluate
Risk
Communicate
Mitigate
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29. FOOD
SAFETY
MANAGEMENT
Reduce Risks…
Be ProActive…
Lower Costs…
Save Lives…
sms-demo2.com
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30. FOOD SAFETY MANAGEMENT:
FSM
Three Stage Process
Data
Analysis
FSM
Set Safety
Agree on Priorities
problems and FSM
interventions Implement Safety
Achieve consensus Enhancements –
System wide
on priorities
Integrate into
existing work and
distribute
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31. Success Stories in the Airline Industry when
Implementing SMS
• Conair - Occupational Health and Safety costs:
 Went from +30% to –30% of industry average
 Saved $1,000 per employee year one
 Insurance Premiums stayed constant did not rise like their
competition
• Air Transat saving over $1 million per month
• Skyservice saved $5 million in 1st year
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32. SMS Will…
• Establish meaningful safety policies, goals and objectives
• Create individual accountability for safety
• Demonstrate leadership regarding safety principles
• Launch processes for risk measurement, hazard
identification and mitigation
• Develop collegial interactive teams & improved
communications process
• Implement non-punitive reporting; encourage “lessons
learned”
• Lower sickness and deaths from food contamination
incidents
• Reduce injury and damage claims costs; better productivity
• Lower Operating Costs
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33. SMS First Steps
• Determine Safety Culture
 Top Management Commitment
 Communicate purpose/objective
 Survey staff/employees
 Interview representative set of employees
 Collect, analyze and report results
• Conduct Safety Gap Analysis
 Already in place vs. SMS
 Identify strengths and shortfalls
• Compile and Report Results
• Develop SMS Plan
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34. WHAT ELSE ARE WE
ADDING TO OUR
SANDWICH?
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35. Solutions
4720 Montgomery Lane
Suite 950
Bethesda, MD 20814
www.jdasolutions.aero
301-941-1460
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